ORGANISATIONAL CHANGE AND BUSINESS MODEL INNOVATION: AN EXPLORATORY STUDY OF AN ENERGY UTILITY

Vito Manfredi Latilla, Fedrico Frattini, Simone Franzo and Vittorio Chiesa
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Vito Manfredi Latilla: Politecnico di Milano School of Management, Department of Management, Economics and Industrial Engineering, Via Lambruschini 4, 20156 Milano, Italy
Fedrico Frattini: Politecnico di Milano School of Management, Department of Management, Economics and Industrial Engineering, Via Lambruschini 4, 20156 Milano, Italy
Simone Franzo: Politecnico di Milano School of Management, Department of Management, Economics and Industrial Engineering, Via Lambruschini 4, 20156 Milano, Italy
Vittorio Chiesa: Politecnico di Milano School of Management, Department of Management, Economics and Industrial Engineering, Via Lambruschini 4, 20156 Milano, Italy

International Journal of Innovation Management (ijim), 2019, vol. 24, issue 04, 1-33

Abstract: We study the intricate relationship between business model innovation and the relevant organisational changes that can facilitate the renewal of a traditional business model. To do so, we build on the inductive, longitudinal single case study of an energy utility, describing the mechanisms through which the business model has been innovated over time, and the organisational changes that enabled and fostered such innovation. The innovation itself was a result of the need to face the current digital transformation that is compelling energy utilities to renew their traditional business models and offer customers a new value proposition. This study therefore contributes to the ongoing academic debate on business model innovation and its practical application, adding to the broad discussion on organisational ambidexterity and the analysis of the most relevant organisational changes adopted to implement effective business model innovation.

Keywords: Business model; business model innovation; digital transformation; organisational changes; energy utility (search for similar items in EconPapers)
Date: 2019
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DOI: 10.1142/S136391962050036X

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